I like what you say about showing folks they matter…not just talking about it. There’s a big difference there and when it comes to something this important, insincerity or half-heartedness can be read like a giant flashing neon sign.

In my new career, it is highly probable that I will end up managing a staff of my own — I will most definitely remember this blog and attempt to make my team understand that they are valued and their work is meaningful (even when it is tedious/boring)!

Thanks!

I think the very best place to begin the dialog is with the question “Tell me about a situation where you felt proud or happy at work.”

And then examine those situations that come up to find out when people perform at their very best. It IS a stretch for some organizations and some managers, who may be more used to looking at everything that goes wrong, but if we never stretch, how are we going to grow.

Most managers find that when they try this approach, it’s actually a lot of fun.

Like Heather’s suggestion, as a manager I’ve made questions around meaning and purpose in work a kind of litmus test of the work itself. When one’s work strays toward the place of disinterest or disconnect, then a great manager will help bring to balance.

One of the deepest human needs is the need to make a difference. Place people in situations where they’re helpless, where there’s no way they can contribute, where they don’t matter and they feel terrible.

Of course we want to matter – and it’s a little bit sad that so much of management theory is about motivating employees to work, when that is what they naturally want to do – until bad management gets in their way.

You can use this information to enhance their jobs, to plan for opportunities for them, and to continue a dialogue about why they’re unhappy (if applicable) and what could be done about that.